Publications & Documents


  • 29-July-2016

    English

    Financial Management of Flood Risk

    Disasters present a broad range of human, social, financial, economic and environmental impacts, with potentially long-lasting, multi-generational effects. The financial management of these impacts is a key challenge for individuals and governments in developed and developing countries. G20 Finance Ministers and Central Bank Governors and APEC Finance Ministers have recognised the importance and priority of disaster risk management strategies and, in particular, disaster risk assessment and risk financing. The OECD has supported the development of strategies for the financial management of natural and man-made disaster risks, under the guidance of the OECD High-Level Advisory Board on Financial Management of Large-scale Catastrophes and the OECD Insurance and Private Pensions Committee. This work has included the elaboration of an OECD Recommendation on Good Practices for Mitigating and Financing Catastrophic Risks and a draft Recommendation on Disaster Risk Financing Strategies  The Financial Management of Flood Risk extends this work by applying the lessons from the OECD’s analysis of disaster risk financing practices and the development of its guidance to the specific case of floods.

  • 29-July-2016

    English

  • 29-July-2016

    English

    Regulatory Policy in Peru - Assembling the Framework for Regulatory Quality

    Regulation is one of the key levers of government intervention. When properly designed, it can help achieve environmental and social objectives, and contribute to economic growth. The OECD Review of Regulatory Policy of Peru assesses the policies, institutions, and tools employed by the Peruvian government to design, implement and enforce high-quality regulations. These include administrative simplification, evaluation of regulations, public consultation, and the governance of independent regulators, amongst others. The review provides policy recommendations based on best international practices and peer assessment to strengthen the government’s capacity to manage regulatory policy.

  • 28-July-2016

    English

    Regulation: Cooperation with non-member countries

    Work with OECD non-member countries, the LAC region, Southeast Asia and MENA.

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  • 27-July-2016

    English

    Making public finances more growth and equity-friendly in the euro area

    To achieve a euro area fiscal stance that fosters the recovery, countries with fiscal space under the Stability and Growth Pact rules should use budgetary support to raise growth, and existing incentives and flexibility should be taken advantage of to pursue reforms of tax and spending policies.

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  • 19-July-2016

    English

    Being an Independent Regulator

    Regulators operate in a complex environment at the interface among public authorities, the private sector and end-users. As “referees” of the markets that provide water, energy, transport, communications, and financial services to citizens, they must balance competing wants and needs from different actors. This means that they must behave and act objectively, impartially, and consistently, without conflict of interest, bias or undue influence - in other words, independently. What distinguishes an independent regulator is not simply institutional design. Independence is also about finding the right balance between the appropriate and undue influence that can be exercised through the regulators’ daily interactions with ministries, regulated industries and end-users. This report identifies the critical points where undue influence can be exercised at different moments in the life of a regulator and discusses some of the avenues for developing a culture of independence, including through interactions with stakeholders, staffing and financing.

     

  • 18-July-2016

    English

    Country projects

    The OECD has undertaken various reviews of countries' public employement and HRM systems.

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  • 18-July-2016

    English

    Strategic HRM and compensation

    Strategic HR Management looks at the processes and tools used to ensure that the capacities of the government workforce are aligned to the mission and core strategic objectives of the government.The OECD looks at HRM holistically, including the processes in place to bring people into the civil service, develop their skills and knowledge, and allocate their talents to priorities.

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  • 18-July-2016

    English

    Diversity and inclusion

    Workforce diversity can be a strong contributor to innovation, organisational performance and trust in public institutions. If not managed, diversity can result in lower levels of social integration, worse communication and conflict which can deteriorate performance.

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  • 18-July-2016

    English

    Leadership

    Leaders are increasingly called upon not only to be effective target managers, but also to be inspiring, transformative leaders capable of driving innovation while maintaining the highest standards of accountability, integrity and transparency. The OECD is mapping the changing expectations on senior civil servants, and assessing what kind of skills and competencies are needed to meet these expectations.

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